Oil and Gas

Hi All,

This is an interesting article on Big Data as seen from an Oil and Gas Industry perspective. I'm not too sure I agree with all it's findings. I think some Oil Companies are addressing the Big Data challenge by investing in Analytical software (ie Spofire) but how wide spread is this? What are your thoughts?

http://www.forbes.com/sites/teradata/2015/09/16/4-reasons-oil-gas-companies-are-going-to-fail-in-a-big-data-world/

Regards

Tita
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Tita Atang
Senior Consultant
Venture Information Management
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Hi Tita,

thanks for sharing this. A problem I see with Big Data in our O&G industry is our dependence on third parties to store and analyze our data with proprietary software - which have created silo's.

Can others share their views on the issues of Big Data in our industry?

Thanks,

Dennie

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Dennie Heye
Business Analyst Information Management
Royal Dutch Shell
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Hi,

My observations are that there is often no central role considering how information is used in oil & gas companies. When it comes to big data there are many domains, subsurface, engineering (O&M), real time sensors, financial, capital project / asset lifecycle and this has led to silos based on functions. The industry has also tended to devolve much to the supply chain, G&G companies, EPCs, management consultancy and economists. The overall data architecture, access, tools and strategy seem very piecemeal and only solve tactical problems. The IM department often has a great focus on documents and records when a change of perspective could be very beneficial. Why manage engineering drawings when you should manage the engineering data warehouse that can produce any drawings you want. All too often companies end up with data warehouses and document control systems that they cannot keep in sync. The value of information is usually at a data level, so it doesn't help when that data is locked up in a document. We can all see what a better future might look like, but we all have to live with historical decisions and legacy information. With increasing economic pressures it is possible that we will see new players who base their businesses on a much leaner and data-centric way of working. Unfortunately it is equally possible for companies to go in the opposite direction and revert to least-cost approaches that just meet minimum compliance requirements. This is likely to perpetuate the view of IM as a back-office cost centre and admin function rather than a value-generating business enabler and risk reducer. Anyway, these are just my views for what they are worth.

Regards,

Neale

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Neale Stidolph
Head of strategic development
Lockheed Martin
United Kingdom
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